by Phil Jones | Updated 21 Feb, 2019 | 4G Balanced Scorecard, Agile & learning organisations, Emergent strategy
The Benefits managing Strategy as a Learning Process If, like many organisations, you want a more responsive and agile organisation that is sensitive to the changing demands of your environment, then the answer lies in the way your strategy and plans are managed: Your...
by Phil Jones | Updated 30 May, 2020 | Agile & learning organisations, Emergent strategy, Language of strategy
Deliberate or Emergent strategy: when considering strategy, planning and implementation, one choice is whether to have a strategy and a strategy management process, that is deliberate or emergent. There are, broadly, two ways to look at your strategy process:...
by Phil Jones | Updated 26 Jul, 2012 | Agile & learning organisations, Culture of performance
If you are in an organisation that has too many measures and targets, or relies on measures and targets to communicate your strategy and intention, then read on. This will help you diagnose the problem and point to some solutions. Watch the video and you can look at...
by Phil Jones | Updated 26 Jun, 2018 | Behavioural & cultural change, Culture of performance, Paradigm shifts
What do we mean by a culture of performance, and how do you create a culture of performance, avoiding dysfunctional behaviours and other games that the wrong culture can encourage? If you are are you concerned about the culture and behaviours that performance...
by Phil Jones | Updated 18 Apr, 2018 | Balanced Scorecard Design Principles, KPI & measure design
You often hear: “What gets measured gets managed”. I want to put a different perspective on this because our experience is that it is far too simplistic. Management is a far richer than simply measurement, isn’t it? A better phrase might be:...
by Phil Jones | Updated 7 Jul, 2017 | Behavioural & cultural change, Strategy, Thought provokers
You have probably heard the expression, either as “Culture eats strategy for breakfast” or “Culture eats strategy for lunch”. In essence what they are saying is that the culture of the organisation is stronger than the strategy and the planned...
by Phil Jones | Updated 2 Nov, 2018 | Strategy
The difference between “A strategy”, strategic tools” and “being strategic” can cause confusion. The ambiguity between these aspects of strategy often leads to heated arguments. It can undermines how strategy is thought about and...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard and Hoshin Kanri, Strategy
A recent question on Linkedin was about deploying Hoshin Planning as a part of a strategic Planning process. Few respondents seemed to have come across this in action, so here was my response: Untangling problems with Hoshin Planning Let me tell you about a client I...